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03579aam a2200433 i 4500 001 C17DD510F11E11E79D0FC10F97128E48 003 SILO 005 20180104010254 008 170605s2017 mau b 001 0 eng c 010 $a 2017019071 020 $a 1633693821 020 $a 9781633693821 035 $a (OCoLC)988300144 040 $a MH/DLC $b eng $e rda $c HLS $d DLC $d BTCTA $d OCLCO $d OCLCF $d VIA $d YDX $d SILO 042 $a pcc 050 00 $a T60.6 $b .V47 2017 082 00 $a 658.4/063 $2 23 100 1 $a Vermeulen, Freek, $e author. 245 10 $a Breaking bad habits : $b defy industry norms and reinvigorate your business / $c Freek Vermeulen. 264 1 $a Boston, Massachusetts : $b Harvard Business Review Press, $c [2017] 300 $a vii, 251 pages $b illustrations ; $c 22 cm 504 $a Includes bibliographical references and index. 520 $a Every organization follows a set of best practices - ideas, processes, and philosophies that have become accepted in their respective industries. In many cases, best practices are a good thing: they allow organizations to operate more quickly and efficiently. But, even though they're created and then followed with good intentions, best practices can also have pernicious effects. In the UK, for example, the government ranked IVF clinics based on their success rates, and made the rankings public. On the surface, this seems like a good thing. The government, in an effort to be more transparent, was hoping to provide patients as much information as possible. The problem is that the rankings changed the behavior of a lot of clinics, mostly in negative ways. With the rankings in mind, clinic administrators sought patients with a high-probability of getting pregnant in order to goose their success rates and climb higher in the rankings. In the end, the best practice led to bad incentives and misinformed patients. In Breaking Bad Habits, Freek Vermeulen explains the hidden dangers of best practices, how to identify the bad from the good, and how to protect oneself in the future. Most important, he also offers a path toward competitive advantage: once companies weed out their worse practices, they can transform their previous inefficiencies into new sources of innovation.-- $c Provided by publisher. 505 0 $a Introduction: Fertile ground -- Part I. How bad practices prevail: We're suckers for success -- Causal ambiguity -- They spread quicker than they kill -- Part II. Eliminating bad practices: The tale of the giant newspapers -- More than painting a grey wall green (citizenM case study) -- Innovation in the market for employees (Eden McCullum case study) -- The ten commandments of business innovation -- Part III. Reinvigorating your organization: Change for change's sake -- Make your life difficult -- Balance exploration and exploitation -- Be varied -- but selective. 650 0 $a Methods engineering. 650 0 $a Organizational change. 650 0 $a Experiential learning. 650 0 $a Creative ability in business. 650 0 $a Industrial management. 650 7 $a Creative ability in business. $2 fast $0 (OCoLC)fst00882438 650 7 $a Experiential learning. $2 fast $0 (OCoLC)fst00918393 650 7 $a Industrial management. $2 fast $0 (OCoLC)fst00971246 650 7 $a Methods engineering. $2 fast $0 (OCoLC)fst01018727 650 7 $a Organizational change. $2 fast $0 (OCoLC)fst01047828 941 $a 2 952 $l YEPF572 $d 20190814050940.0 952 $l USUX851 $d 20180104062240.0 956 $a http://locator.silo.lib.ia.us/search.cgi?index_0=id&term_0=C17DD510F11E11E79D0FC10F97128E48 994 $a 92 $b IWAInitiate Another SILO Locator Search